An organizational design has been identified as one of the greatest challenges that leaders have to handle. It has been observed that the process of redesigning their structures through teams could be pretty hard. It is important to note that the line and block pecking order does not specify how work should be completed. There is a reason for the placement of hierarchy in the structure of a company; the truth is that its purpose is losing its essence. Achieving greater results in the business world today requires acknowledging the fact that there is no place for hierarchy in the corporate world anymore. Another reason given for the absence of the hierarchy model is that it cannot create leaders who are swift to adapt to the pace of change and the exigencies of business. Relationships within teams play a significant role in the accomplishment of work details.

Over 89 percent of the brands analyzed by Jeff confirmed that organizational design through teams is their strategy for solving complicated business challenges. This information was contained in a report where the opinions of 7,000 executives from 130 countries are sought for the approach utilized to resolve problems in their businesses.

Teams, especially the cross functional teams have been identified as the means that allow swift communication exchange which enables the entire team concludes decisions. Teamwork allows a vibrant exchange of ideas, experiences, perceptions which promote innovation and a proper alignment of daily activities with business tactics. The cross-functional teams could bring about an enhanced business operation and listed five essential conditions that a unique team must have to promote the objectives of their brand:

TRUST
Most members of a smaller group do not have problems with trust, but it can be difficult to earn the confidence of each other in a bigger organization. An extension of trust is the only way of building trust in a team. The use of a medium to build confidence between the groups encourages the sharing of the activities and lessons in a task in a weekly meeting. The essence of the exchange is to provide an enabling environment for learning as it keeps all members well-informed and make them bond. It also enhances a mutual ability as the members see themselves as a united front.
Moreover, when information is shared, it brings about healthy competition which is great for the achievement of the goals of the team. Competition is present when there are several teams, but they should not win at each other’s expense.

OWNERSHIP
Having ownership offers you the autonomy to improve your project. Jeff suggested that having a sense ownership ensures improved results. He believed that owning a project from the beginning to the end offers you the opportunity to be more responsible and become a better team member. Moreover, when you discover that your name, your decisions, and brand will be used as a yardstick to decide the success of a product, you will be motivated to put in your best efforts to achieve exceptional results.

SPEED
Cross-functional teams are renowned for its ability to deliver valuable services within the fastest time possible. When compared to brands that have various divisions, cross-functional teams perform credibly well better than them regarding speed. Other companies divided into groups often experience the slow exchange of information because of the different channels used to transmit it.
 
CREATIVITY
The creative composition of the cross-functional teams enables them to offer complete solutions to problems. The members of cross-functional teams have the innate ability to have an understanding of the whole problem and provide a credible solution to it rather than viewing it as a part of the issue. They analyze the challenges in three folds, and these are the first problem that is present and the one that is about to come on a later date due to the current problem and those challenges already in existence. The best process is to alleviate the effects of the problem is to have a critical look at the issue from three possible angles which are what works, what doesn’t work and why it won’t work. The knowledge of these three factors will intensify the team’s mutual awareness.

FREEDOM
Jeff offered a credible advice which states that each team should have the freedom to work without restriction as no one enjoys working under stringent conditions. He said independence offers team members the opportunity to be creative and more responsible.